AT14 ¡ Agile ¡Product ¡Development ¡ Thursday, ¡November ¡8th, ¡2018 ¡1:30 ¡PM ¡ How ¡Design ¡Thinking ¡and ¡Agile ¡Can ¡Be ¡ Friends ¡ Presented ¡by: ¡ Mary ¡Thorn ¡ and Ian Larson Mary ¡Thorn ¡Consulting ; Lionbridge ‘ ¡ ¡ Brought ¡to ¡you ¡by: ¡ 350 ¡Corporate ¡Way, ¡Suite ¡400, ¡Orange ¡Park, ¡FL ¡32073 ¡ ¡ 888 -‑-‑-‑ 268 -‑-‑-‑ 8770 ¡ ·√·√ ¡904 -‑-‑-‑ 278 -‑-‑-‑ 0524 ¡-‑ ¡info@techwell.com ¡-‑ ¡http://www.starwest.techwell.com/ ¡
Mary ¡Thorn ¡ Chief ¡storyteller ¡of ¡the ¡book ¡The ¡Three ¡Pillars ¡of ¡Agile ¡Testing ¡and ¡Quality, ¡Mary ¡ Thorn ¡is ¡owner ¡of ¡Mary ¡Thorn ¡Consulting ¡in ¡Raleigh, ¡NC. ¡During ¡her ¡more ¡than ¡ twenty ¡years ¡of ¡experience ¡with ¡healthcare, ¡financial, ¡and ¡HR ¡SaaS-‑based ¡products, ¡ Mary ¡has ¡held ¡director, ¡manager-‑ ¡and ¡contributor-‑level ¡positions ¡in ¡software ¡ development ¡organizations. ¡A ¡seasoned ¡leader ¡and ¡coach ¡in ¡agile ¡and ¡testing ¡ methodologies, ¡Mary ¡has ¡direct ¡experience ¡building ¡and ¡leading ¡teams ¡through ¡ large ¡scale ¡agile ¡transformations. ¡Mary's ¡special ¡expertise ¡is ¡a ¡combination ¡of ¡ testing, ¡DevOps, ¡and ¡agile ¡scaling ¡skills ¡that ¡her ¡clients ¡find ¡incredibly ¡valuable. ¡She ¡ is ¡also ¡a ¡frequent ¡speaker, ¡teacher ¡and ¡author. ¡You ¡can ¡connect ¡with ¡Mary ¡via ¡ LinkedIn. ¡ Ian Larson Ian has more than twenty years of experience designing products for demanding brands in entertainment, publishing, and fintech, including HBO, Disney, EA, Playstation, Activision, UBM, and Ipreo.
AGILE AND UX CAN TOTALLY BE FRIENDS . 1
WHAT’S WRONG WITH THIS PICTURE? 2
THE TRADITIONAL AGILE PROCESS INCLUDES TWO IMPLICIT ASSUMPTIONS… CUSTOMER PROBLEMS ARE KNOWN. AND PRODUCT SOLUTIONS ARE KNOWN. 3
IS THIS ALL THERE IS? = + EXECUTION 4
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Shouldn’t we validate our “Strategy” BEFORE we spend all this time and money to build? How do we know How do we know when we are done? these are “the right” What is the Long-Term Vision? features? What is Progress ≠ New Features? What if we are better off REMOVING something, rather than ADDING something? 7
WHAT’S WRONG WITH THIS PICTURE? 8
WHAT’S WRONG WITH THIS PICTURE? The bias toward WORKING SOFTWARE too often leads to “GO FEVER” 9
“GO FEVER” BEING OVERLY COMMITTED TO A PREVIOUSLY CHOSEN COURSE OF ACTION WHILE OVERLOOKING POTENTIAL PROBLEMS OR MISTAKES. 10
THE UX FOLKS CAN HELP! 11
IN THE UX WORLD, WE SAY THINGS MUST BE 1. USEFUL 2. USABLE 3. USED 12
WE APPLY DESIGN-THINKING Empathise Define Ideate Prototype Test 13
THE GOAL IS PRODUCT/MARKET FIT 14
THE GOAL IS TO MAKE SELLING SUPERFLUOUS. TO KNOW THE CUSTOMER SO WELL THAT THE PRODUCT FITS HIM/HER AND SELLS ITSELF. 15
WILL THIS PRODUCT/FEATURE BE 1. USEFUL? 2. USBALE? 3. USED? IF YOU DON’T KNOW THE ANSWER DO NOT BUILD ANYTHING! 16
WHAT IS YOUR HYPOTHESIS? 1. MORE USERS? 2. MORE USAGE? 3. MORE MONEY? IF YOU DON’T KNOW THE ANSWER DO NOT BUILD ANYTHING! 17
“Never enter into a land war in Asia, and never build software for no reason.” 18
AGILE WITHOUT DESIGN-THINKING IS JUST A REALLY EFFICIENT WAY TO BUILD THE WRONG THING. 19
DESIGN-THINKING WILL HELP YOU 1. LISTEN TO YOUR CUSTOMERS, NOT THE HIPPO 2. ELIMINATE THE HIGH COST OF BUILDING THE WRONG THING 3. REDUCE THE COST OF GETTING THE FIRST CUSTOMER 4. HARNESS EARLYVANGELISTS 20
“Oh no, this sounds like ‘big design upfront’ and that sounds like waterfall.” 21
BUT EVERY SOFTWARE PROJECT MUST CHOOSE 1. BIG RESEARCH UPFRONT 2. BIG DEVELOPMENT UPFRONT 3. BIG DESIGN UPFRONT 22
BIG RESEARCH UPFRONT SOME COMPANIES HAVE HUGE RESEARCH TEAMS. THEY CAN INVEST A TON OF TIME AND MONEY IN FOCUS GROUPS, UX RESEARCH, ETC. 23
MOST COMPANIES DO NOT HAVE THIS LUXURY. THE OUTPUT IS STILL JUST AN UNTESTED GUESS. AND THERE IS STILL A FILTER BETWEEN THE CUSTOMERS AND THE PROPLE BUILDING THE PRODUCT. 24
BIG BUILD UPFRONT THE AGILE PROCESS MAKES THIS REALLY APPEALING. BUT THERE ARE ONLY THREE POSSIBLE OUTCOMES, AND TWO OF THEM ARE BAD. TEAMS START BUILDING AND ONCE THEY HAVE SOMETHING BUILT, THEY SHOW IT TO CUSTOMERS, AND… 25
WHAT WE BUILT SOMEHOW MATCHES EXACTLY WHAT THE CUSTOMER NEEDS! 0% OF THE TIME WHAT WE BUILTT IS NOT EXACTLY WHAT THE CUSTOMER NEEDS, SO WE THROW IT OUT AND START OVER. 5% OF THE TIME WHAT WE BUILT IS NOT EXACTLY WHAT THE CUSTOMER NEEDS, BUT WE SHIP A CRAPPY PRODUCT ANYWAY BECAUSE IT’S TOO LATE TO START OVER. 95% OF THE TIME 26
MOST BUSINESSES FAIL NOT FROM A LACK OF TECHNOLOGY, OR FROM A LACK OF VISUAL DESIGN, OR FROM A LACK OF TESTING, BUT FROM A LACK OF CUSTOMERS. PRODUCT/MARKET FIT IS EVERYTHING. 27
YOU ARE NOT SMARTER THAN THE COLLECTIVE WISDOM OF YOUR CUSTOMERS. THE GOAL IS SPEED TO LEARNING, NOT SPEED TO MARKET. 28
NO PRODUCT SURVIVES FIRST CONTACT WITH CUSTOMERS. RAPID PROTOTYPING + GETTING OUT OF THE BUILDING IS THE FASTEST AND CHEAPEST WAY TO MAKE SURE YOUR PRODUCT VISION IS NOT A HALLUCINATION. 29
RAPID PROTOTYPING 101 Empathise Define Ideate Prototype Test 30
Empathise Define Ideate Prototype Test 1. WHO IS YOUR TARGET USER? 2. WHAT IS HER PROBLEM? (IT’S GENERALLY BETETR TO SELL PAINKILLERS THAN VITAMINS) 31
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Empathise Define Ideate Prototype Test WHAT EXPERIENCES DO WE NEED TO PROVIDE, IN WHAT ORDER, TO GET HER FROM WHERE SHE IS TO WHERE SHE NEEDS TO BE IF WE GET THIS RIGHT, WE CAN MAKE SOME MISTAKES DOWN THE LINE AND STILL HAVE A PRODUCT PEOPLE LOVE. IF WE GET THIS WRONG, NO AMOUNT OF DESIGN POLISH, OR TECHNICAL EXCELLENCE, OR BRILLIANT MARKETING WILL SAVE US. 33
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Empathise Define Ideate Prototype Test KEEP SKETCHING. EXPECT TO THROW AWAY THE FIRST FEW ROUNDS. ADD MORE FIDELITY, BUT NOT TOO MUCH. 35
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Empathise Define Ideate Prototype Test WHAT IS THE LEAST AMOUNT OF WORK YOU CAN DO TO GET SOEMTHIGN IN FROMNT OF CUSTOMERS WITHOUT EMBARRASSING THE COMPANY? 37
LEVELS OF FIDELITY FOR PROTOTYPES 1. PAPER PROTOTYPE 2. WIREFRAMES 3. VISUAL DESING COMPS 4. FRAMER, ETC. 5. HTML/CSS CLICKABLE PROTYPE 38
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Empathise Define Ideate Prototype Test “GET OUT OF THE BUILDING!” 40
IDEALLY MORE THAN 10 POTENTIAL CUSTOMERS. IDEALLY HIPPOS ARE IN ATTENDANCE. DO NOT SELL! LEARN. 41
“DO WE CORRECTLY UNDERSTAND YOUR PROBLEM?” “DOES THIS PROTOTYPE DEMONSTRATE A REASONABLE SOLUTION?” “WILL YOU PAY US FOR IT?” 42
“We don’t have time to apply this to every single thing we’re trying to do.” 43
THERE ARE DIFFERENT TYPES OF WORK. 1. NEW INITIATIVES, STARTING FROM ZERO. 2. NEW FEATURE. 3. DAY-TO-DAY ENHANCEMENTS, OPTIMIZATIONS. 4. MAINTENANCE ON A MATURE PRODUCT. 44
HOW TO PUT THIS INTO ACTION… 45
STEP 1: HAVE A LONG-TERM VISION. THE TEAM WILL KNOW WHAT’S IMPORTANT AND HOW TO ACT INDEPENDENTLY TO MOVE THE NEEDLE. (VISUAL IS BEST) 46
STEP 2: IDEA BACKLOG. PERSONA + PROBLEM STATEMENT + SOLUTION HYPOTHESIS + BUSINESS OPPORTUNITY + KPI HIPPOS SELECT “THE BEST” IDEAS AND MOVE THEM FORWARD TO STEP 3. MOST IDEAS SHOULD NOT MOVE FORWARD. THAT’S A GOOD THING! 47
STEP 3: TEN PAGE PITCH DECK. 1. WHO IS THE TAREGT USER/CUSTOMER? 2. WHAT IS HER PROBLEM? 3. WHAT IS OUR SOLUTION HYPOTHESIS? 4. WIREFLOWS 5. MARKET SIZE 6. MONEY & MILESTONE ESTIMATES 7. FEEDBACK FROM OUTSIDE THE BUILDING 8. SAMPLE PRESS RELEASE 9. WHEN WILL PROJECTED REVENUE EXCEED PROJECTED COSTS? 10. MARKETING/SALES/ACQUISITION PLAN HIPPOS SELECT “THE BEST” IDEAS AND MOVE THEM FORWARD TO STEP 4. MOST IDEAS SHOULD NOT MOVE FORWARD. THAT’S A GOOD THING! 48
STEP 4: PROTOTYPE. 2 WEEKS MAX. SMALL TEAM OF 2-3 PEOPLE: DESIGNER, FRONT- END DEVELOPER, PRODUCT MANAGER, SALES/ MARKETING/AM. “GET OUT OF THE BUILDING” 49
STEP 5: REVIEW. BASED ON CUSTOMER FEEDBACK, DO WE… INVEST. THERE ARE CUSTOMERS DYING TO GIVE US MONEY FOR THIS PRODUCT! LET’S ASK THE HIPPOS TO GIVE US $$$ TO BUILD IT. ITERATE. WE’RE CLOSE, BUT WE NEED REVISIONS. EXIT. THIS IS BAD IDEA, GOOD THING WE DIDN’T BUILD IT! LET’S FIRE THE PLAN, NOT THE PEOPLE. 50
STEP 6: BUILD. 51
BUT CONTINUE TO GET OUT OF THE BUILDING TO SHOW PROGRESS AND LEARN. THERE’S ONLY ONE STEVE JOBS, DO NOT ATTEMPT STEALTH MODE. 52
STEP 7: LAUNCH AND MEASURE. HOW MANY PEOPLE ARE USING OUR NEW PRODUCT/ FEATURE? HOW OFTEN? DOES THIS ALIGN WITH OUR PREDICTION? ARE THERE ANY CLOGGED ARTERIES IN OUR FLOW? WHEN WILL CUMULATIVE REVENUE EXCEED CUMULATIVE COST? 53
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